Value alignment essay

Mega International needed to shift its selling focus from engineers and maintenance managers to production managers. A tiny improvement in the yield of existing production machines can be worth hundreds of thousands of dollars to the production department. The real issue was not “Is it hard to program?” (the maintenance engineer’s concern), or even “Can we determine precisely what improvement might result?” (the quality manager’s concern). These questions were legitimate, but they should not have been barriers to a sale—as long as the production manager recognized the potential impact of the new control product.